Académique Documents
Professionnel Documents
Culture Documents
Martin Allen
21st to 23rd November 2011
People and Team
Management
Housekeeping
Peoplegrowers2006
Introductions
Professional Information:
Personal Information:
Purpose:
Agenda
Introductions
Emotional Intelligence
Team Building
Delivering Change
Coaching
Handling Conflict
4
(1)
Do
Behaviour
Are
Personality
Behaviour
Non-verbal
Knowledge
Experience
Attitudes
Opinions
Values
Beliefs
Personality
People and Team
Management
(2)
Verbal
Character
Understanding Behaviour
STIMULUS
EVENT
Belief System
Thoughts
Feelings
RESPONSE
People and Team
Management
Behaviour
REINFORCING
8
Unconscious
Competence
Conscious
Incompetence
Conscious
Competence
Effective Communication
Faceto-Face
Audio
Written
Words
7%
20%
80%
Tone
38%
70%
20%
55%
10%
What is Effective
Communication?
A two-way process to
create an understanding of
information or ideas in
someone elses mind to
influence an action or a
desired outcome.
Or
Body
Language
10
100%
70%
50%
10-30%
11
Auditory
Interact with others through
sounds, especially through
words
Often need to verbalise their
thoughts to clarify their own
ideas
Strong need for working in
quiet space to help as
become easily distracted
Tend to have a clear ,
resonant tonality
Kinaesthetic
Use feelings both physical and
emotional to communicate
Attach great importance to
feelings and therefore find it
difficult to make a decision
based on logical reasoning
Speak in slow tempo long
pauses in between words
E.g. I get what youre saying,
I feel good about that, fill me
in on the details
12
Emotional Intelligence
13
Emotional Intelligence
14
15
Goleman 1998
16
= Leaving, revenge
Enthusiasm
Resentment
Affection
Sadness
Fear
17
Emotional Intelligence:
Golemans 5 Competencies
Step
5 Social
Step
5
Social
SkillsSkills
Step
4 Empathy
Step
4
- Empathy
Step
3 Motivation
Step
3
- Motivation
Step
2 Regulation
Self Regulation
Step
2
Self
Step
1 Awareness
Self Awareness
Step
1
Self
18
Self-Awareness
Self-awareness is:
Hallmarks:
Self-confidence
Realistic self-assessment
19
Self-Regulation (Self-Management)
Self-Regulation (Self-Management) is:
Hallmarks:
Openness to change
20
Motivation (1)
Motivation is:
Hallmarks:
Organisational commitment
21
Motivation (2)
The Mazlow
Hierarchy
SELF -ACTUALISATION
Realising
individual
potential; winning;
achieving
ESTEEM NEEDS
Being well regarded by other
people; appreciation
SOCIAL NEEDS
Interaction with other people;
having friends
SAFETY NEEDS
A sense of security; absence of fear
PHYSIOLOGICAL NEEDS
Warmth; shelter; food; a human be ings animal needs
22
Motivation (3)
Hertzbergs Theory
ACCELERATORS
(Satisfiers)
BRAKES
(Hygiene Factors)
Recognise Achievements
Lack of Skills
Delegate Responsibility
Develop Skills
Inappropriate Supervision
Provide Challenge
Cumbersome Processes
Enable Participation
23
Empathy
Empathy is:
Hallmarks:
Cross-cultural sensitivity
24
Social Skill
(Relationship Management)
Social Skill (Relationship Management) is:
Hallmarks:
Persuasiveness
25
Organisational Climate
26
Leadership v Management
Leader: I can
see all the
mountains
27
Management Styles
Coercive
Authoritative
Affiliative
Democratic
Pacesetting
Coaching
28
Coercive
The Coercive Management Style:
22
29
Authoritative
The Authoritative Management Style:
Explains whys
Affiliative
The Affiliative Management Style:
Democratic
The Democratic Management Style:
Pacesetting
The Pacesetting Management Style:
Coaching
The Coaching Management Style:
Climate Factors
Flexibility
Responsibility
Standards
Reward and Recognition
Clarity
Team Commitment
35
Climate Factors
Flexibility
Responsibility
Do we care?
Standards
Climate Factors
Reward and Recognition
Clarity
Do people know what theyre doing and why theyre doing it?
Do we understand the corporate vision and ambition?
Team Commitment
Management Style
Flexibility
Responsibility
Standards
Reward &
Recognition
Clarity
Team
Commitment
Co-ercive
Authoritative
Affiliative
Democratic
Pacesetting
Coaching
38
Management Style
Flexibility
Responsibility
Co-ercive
Authoritative
Standards
Short Long
term term
Reward &
Recognition
Clarity
Team
Commitment
Task Long
term
Short Long
term term
Affiliative
Democratic
Pacesetting
With a
Good team
Coaching
Short
term
Short
term
Long
term
39
Transactional Analysis
40
Transactional Analysis
41
Transactional Analysis
Sets Limits
Makes Judgements
Gives Permission
Takes Care
Collects Data
Computes
Estimates probabilities
Makes rational decisions
ADULT
Responds emotionally
Fun, creative
Is spontaneous
Adapts to authority
CHILD
PARENT
42
Pressure of work
43
True Rapport
25%
50%
25%
Generally we have:
25% of our contacts for whom progress up the scale beyond Information and
Facts is impossible
50% of our contacts for whom some progress is possible
25% of our contacts who are already at True Rapport or progressing towards it
and our challenge is to increase this final 25% towhatever.
People and Team
Management
45
Team Building
46
Forming
Storming
Norming
Performing
Dorming
Mourning
Disbanding / Adjourning
47
FORM
Working Out
Autocratic /
Acquiescent
STORM
Emotive
NORM /
RE-FORM
Relationships
Rebuilt
Volatile
Listening Better
Hidden Feelings
Poor Listening
Bureaucratic
Submissive
Attention
Inward
Rebellious
Confusion
Boundaries
Pushed
Insecurity
Assertiveness
Grows
PERFORM
Clear Direction
Common Goals
Success
Creativity
High Energy
Boundaries
Established
Flexibility
Objectivity
Commitment
Adult
Behaviours
48
49
Performance Management
Goal Setting:
Strategic Goals
Tactical Objectives
Operational Objectives
Goals
Objectives
Tasks
50
Objectives
Objectives must be SMART or even SMARTER
S
M
A
R
T
E
R
Specific
Measurable
Achievable / Attainable
Relevant / Realistic / Reasonable
Time-related
51
Types of Objectives
Quantitative
Qualitative
Degree of Fit
Numbers
Reaction of Customers
Behaviour
Dates
Satisfaction
Appearances
Volumes
Procedural
Presence
Turnaround times
Judgement
Demonstrate by Example
Accuracy rates
Professional Standard
Style
Error rates
Compliance
Proportion of Time
Budget Expenditure
52
Defining Objectives
Success Criteria
Shortfall Criteria
We are succeeding if
53
Training or Coaching
Is performance is due to lack of competence?
Is additional training or coaching required?
Counselling
Is poor performance is due to emotional problems E.g. lack of motivation,
personal problems etc.?
Disciplinary action
Is poor performance is due to misconduct?
54
54
Performance Appraisal
Revise
Objectives
Set / Agree
Objectives
Continuous
Feedback &
Coaching
Observe
Performance
Review
Against
Objectives
55
55
Performance Discussions
SET THE SCENE
GAIN
INVOLVEMENT
FIND OUT
CAUSE
DISCUSS
SOLUTIONS
ACTION PLAN
FOLLOW-UP
People and Team
Management
56
56
Customer / Stakeholder
Management
57
Good Customer
Management
Good Employee
Management
High Employee Skill & Motivation
People and Team
Management
58
Satisfying Customers
Implicit
Unquestioned by
the customer
Explicit
Attractive
Assumed to be present
by the customer
Precisely expressed by
the customer no
ambiguity
Appealing and
interesting to the
customer
Maintenance level of
service
Specifically requested
by the customer
Accepted by the
customer if presented
Specific level of
service
Extended level of
service
59
Satisfying Customers
Degree of
satisfaction
Explicit
Attractive
Level of quality
--
++
Golden Rule
Implicit
60
Stakeholder Map
B
Clients
Legend:
A Normal
Boss
YOU
Stakeholder
B Good (2 way)
C Over-committed
D
Others
D Conflict
E Hidden conflict
61
Delivering Change
62
A =
63
Maeterlinck
64
65
Momentum
Stakeholder Engagement
Alignment
66
Embedding Change
Great Sponsorship
67
Time
Readiness
Capacity
Continuity
CHANGE
CONTEXT
Scope
Customer
Risk
Capability
Complexity
68
Resistance to Change
the unknown
About
Of
job security
increased workload
New
Change fatigue
Threat to
Competence
skills required
Credibility
Failure
Of
loss of:
Power
Friends
Working environment or
conditions
Priorities
Timing
Stress
Imposed change
69
Benefits of Resistance
70
Delegation
71
Disagreement on outcomes
72
COMFORT
STRETCH
PANIC
73
Delegation Exercise
Group 1:
Group 2:
Group 3:
74
75
76
(3)
77
Delegation Summary
78
Feedback
79
Concentrate on AID:
Action
Impact
Do
Be specific
Privacy
Timing
Listen actively
Achieve Buy-in
80
Nature of Feedback:
Johari Window
Disclosure
Feedback
Open
everyone
knows
Concealed
I know:
you dont!
People and Team
Management
Blind
everyone
knows but me!
Unknown
nobody
knows
81
Coaching
82
What is Coaching ?
Coaching is helping someone move from where
they are to where they want to be......
......and to do this more quickly and effectively
than if they acted alone.
83
GUIDE
EMPOWER
HIGH WILL
SKILL
DIRECT
EXCITE
LOW SKILL
HIGH SKILL
LOW WILL
Training
Role Perception
Understanding
Experience
84
CONTENTMENT AND
COMPLACENCY
RENEWAL AND
REVITALISATION
CHAOS AND
CONFUSION
DARK SIDE
Cannot be coached
their attitude is poor
BRIGHT SIDE
Can be coached they
want to improve
DARK SIDE
BRIGHT SIDE
The challenge is to move staff from the Dark Side to the Bright Side
People and Team
Management
85
GOAL
REALITY
Invite selfassessment
Agree specific
objective of
session
Offer specific
examples of
feedback
Set long-term
aim, if
appropriate
Avoid or check
assumptions
Parameters
Where we need to be
OPTIONS
Cover full range of
options
Invite suggestions
from learner
Offer suggestions
carefully
Ensure choices are
made
How we could
Move forward
Will
Commit to action
Identify possible
obstacles
Make steps specific
& define timing
Agree support
86
How do we measure progress?
8
87
88
Aggressive
Im OK I win
89
Submissive (Passive)
Im not OK I lose Youre OK You win
90
Assertive
Im OK I win
Communicating directly
91
92
93
Conflict
Conflict is:
Any situation in which your concerns or
desires differ from those of another person
94
1.
Understand
conflict
Conflict
Resolution
Process
Interpersonal
Zones and Level of
Awareness
3.
2.
Bridge
Understand
the gap
yourself and
others
95
Understanding Conflict
Principal causes of conflict at work are:
Misunderstandings
Lack of co-operation
Personality clashes
Differences in goals
Frustration
Substandard performance
96
97
Competing
My way or the highway
Protecting yourself
98
Accommodating
It would be my pleasure
Showing reasonableness
Developing performance
Creating goodwill
Retreating
Maintaining perspective
99
Avoiding
Ill think about it tomorrow
Reducing tensions
Buying time
Recognising issues as
symptoms
100
Collaborating
Two heads are better than one
Integrating solutions
Learning
Merging perspectives
Gaining commitment
Improving relationships
101
Compromising
Lets make a deal
Backing up competing/
collaborating
102
WIN LOSE
LOSE WIN
LOSE LOSE
WIN WIN
May not work because of history of the relationship between the two
parties OR lack of faith in the ability to solve the problem
People and Team
Management
103
104